The Formulation of Pattern of Power Acquisition Tools and Investigating of Alignment of This Tool with Corporate-Level Strategies and Change Strategies, and the Effect of Their Consistency on the Performance (Case Study: The Commercial Organizations of the Public Sector)

Document Type : Research Article (Original Article)


1 Professor, Faculty of Management and Accounting, Allameh Tabataba’i University, Tehran, Iran.

2 Professor, Faculty of Management and Accounting, Allameh Tabataba'i University, Tehran, Iran.

3 Associate Professor, Faculty of Management and Industrial Engineering, Malek Ashtar University of Technology, Tehran, Iran.

4 PhD candidate of Business Management, Faculty of Management and Accounting, Allameh Tabataba'i University, Tehran, Iran.


Researches show that much than 70% change efforts have been failed in execution. One of the main reasons for this failure, is non-alignment between business strategy and change variations and too another reason is non-alignment between business strategy and organizational behavior affairs (such as organizational power) as an infrastructure of strategy execution. The purpose of this paper, is investigating the consistency among business strategies, change strategies and organizational power strategies in 18 commercial companies of public sector. The present research is descriptive-expressive in terms of goal, applied-developmental in terms of consequence and mixed (qualitative-quantitative) in terms of data type. In the quantitative research, 105 questionnaires were collected from the managers and researchers informed of the strategic affairs for the companies. To study the relationships among the variables of research, the quantitative data was analyzed by Structural Equation Modeling, particularly the technique of path analysis using SMARTPLS Software, V. 3.00, "cluster analysis" and "variance analysis" using SPSS Software V. 19. Content analysis was also employed for the qualitative analysis of some structured interviews made with 36 senior managers. The reliability of power pattern was proved, using Delphi technique so that networking, discoursing, knowledge management and political behaviors were integrated in the matrix as the varieties of organizational power and were proved. Also, the ratio of profit to income was selected as the measure for comparing the performance of these companies. The results of variance analysis indicated that the companies, in which the types of power and change, and business strategies are more consistent, have a higher performance.